Seminar Introduction

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theExact Word^Ž's seminars, facilitating, and consulting make something happen. Participants engage new strengths, gain vision. Organizations acquire new tools for the "landscape" of resources: how do people think here and how can we use it better?

Uniquely fun, all sessions create "Ah ha!" insight that continues, long-term, after the euphoria of training ends. People add strategy to strength. People visibly relax to see how thought patterns influence work. "There's nothing wrong with me after all!" or "There's nothing wrong with him/her; we just think differently."

The real diversity lies in thinking differently. More than ethnicity, education, gender, position, introversion and extroversion, we look for different types of information, for example, "Big Picture," or "Detail." The colors show how.

Instead of making you more dependent upon more consulting, the time spent starts you solving problems with permanent tools to see as your client sees but then to see differently. You and your organization learn to self-assess, to diagnose, prescribe, implement on-going solutions and new solutions as needed.

"Mine" Intellectual Capital

Both people and organizations have untapped, or hidden, strengths. For multiple reasons, impediments can dilute them, often in very costly ways. "Mining" those strengths enhances productivity, defuses impediments, lowers walls, saves costs. If a group of engineers in the defense community thinks in Processes, needing all of the data all of the time before making a decision, then the Primary thinkers, the mission-driven leadership, or the Conditional thinkers, for example, may feel that the engineers willfully ignore the salient point, or the impinging circumstances.

Does someone have to "cave" to communicate? Does each "side" have to ignore the "information" that the others want? No. Each "side" can think as the others do; no one caves; no one dominates. Using strength as strategy, each "side" sees more than one perspective, thereby creating new data streams of information. Intellectual capital becomes commodities, useful in more than one way, efficiently as business tools.

The organization can see its "thought map," making pools of relevant thinkers available to each need, rather than throwing groups of people's individual areas of expertise at all the problems. Individuals can "Flip" between strengths and strategies, using thought by design, not default. Visit the case studies.

Clear/Demystify "Perceptual Fogs"

People think differently. Really differently. To communicate, we have four layers to penetrate: my intent, the perception I create; your intent, the perception you create. For example, a Primary thinker has the mission so focused, so intently in mind that all reaction or feeling seem to evaporate, leaving the Primary person as a cold, abrupt, unfeeling automaton. A Primary thinker may never realize that others misinterpret focus as harshness. A Background thinker's intent is thoroughness. Taking great pride in attacking and considering every relevant detail of time, place, and event, the Background thinker may never realize that others see the thoroughness as manipulative control. Or, the Background thinker may see others as shoddy, incomplete, and sloppy, seldom accomplishing a thorough, completed job.

That Americans survive the workday should amaze us all. If we have these levels of perception, misperception, and understanding to work through, the business and productivity losses could not help but exhaust us.

Making the "fogs" into a perceptual tool is a solution. Visit the teambuilding and ThoughtPrint^Ž seminars.

End Fighting in the Workplace

The fighting over perception, misperception, motive, purpose, information, and action can prolong work, elongate costly decision-making, create barriers, stop progress.

theExact Word^Ž's tools provide strategic options: thinking as someone else does; using a scheme of procedure to reorder thinking; using context tools to "re-stream" information; using the colors as an "artificial intelligence" to capture the informal collaborative process.

As past participants return for advanced or added sessions, they very often say that the seminars, especially for intact work groups, end fighting about communications. The long-term effects measure 80% consistently, with approximately 40% improvement with every fifteen hours of training. Visit the track-record statistics.

Attain Permanent Mastery

"Good writing, to be effective, requires that the thoughts follow closely the thoughts of the writer but not necessarily in the order in which those thoughts occur. This calls for a scheme of procedure." (p. 15, Elements of Style, Drs. William Strunk and E.B. White)

Good writing, thinking, presentation, and informal conversation often require reordering as thought turns to wording. The seminars prevent groping for the most effective way to say something. The seminars, uniquely fun, provide this "scheme" easily, quickly, permanently. To communicate with a world-class style, you have to know your choices for design rather than default.

Seminars provide participants with a permanent mental editing tool, tying the colors to thinking, writing, and talking in more than one way. Visit the seminar selections.

Executive Leadership and CommunicationsŠ